Derek P. Sanders

Aerospace and Defense Customer – Infor LN CE / Government Cloud Implementation.

Procure to Pay: Supplier Management, to include approved supplier setup.

Plan to Deliver: Demand Forecasting and Master Planning.

• Finite Production Scheduling, including all relevant system configuration.
• Definition of Business Process.
• Customer demand development.
• Strategic Planning Process (SIOP)

Global Industrial Customer – LN 10.7 / Global Multi-Site Implementation (13 Sites).

• Contracts, Request for Quote, Requisitions, Planned Purchase Orders.
• Multi-Level / Multi-Site BOM Structures for both standard and configured products.

Automotive Start-Up Customer – LN 10.7.

Velocity Implementation / Agile Approach.

• Ownership of the Idea to Offering (Design to Release)

Industrial/Metal Fabrication Customer – Manufacturing – LN 10.7

• Supply Chain and Logistical Project Leadership from Inception through Project Completion.
• Master Data Definition, Transformation, and System Upload Support.
• Integration with LN for Shop Floor Control and Production Order Processing.

Contract Pharmaceutical Customer – Research and Manufacturing – LN 10.6

Plan-to-inventory

• Leadership of the P2I Team for a contract manufacturer that employed both Make-to-Stock and Make-to-Order business models.
• Ownership of the BOM, Route, and Item Ordering Parameters.
• Standard Cost and Inventory Valuation
• Demand driven by both forecast and sales orders.

End-to-End Supply Chain Responsibility.

• Consolidation of Planning/Procurement, Customer Service, Manufacturing, and Distribution under one organizational umbrella.
• Aligned expectations across the supply chain to eliminate redundant activities, and set clear expectations for staff members.

Introduction of Key SIOP Principles.

• Moved the SIOP process from an overview meeting to a forum for decision-making and action.
• Introduced, through my team, the concept of demand, inventory, and supply.
• Tied to volume and expected utilization rates.
• Volume-justified headcount and expense.

Introduction of a Global Supply Chain Dashboard.

• Metrics development covers planning, though distribution.
• Metrics focused on People, EH&S, Quality, Customer Service, and Financials.
• Rolled up to the ELT monthly to provide visibility into the health of the business.

Responsible for the introduction of an integrated CRM/ERP system platform.

• MS365 and ImplantBase.

Organizational Focus and Skill Set Management.

• Moved the Supply Chain Organization from being solely knowledge-based to a group that values both data and knowledge, and can use both to make sound business decisions.
• Evaluated skill sets, along with organizational needs, to ensure the right skill sets are in the right roles.
• Organizational Development through professional education – APICS, Data Management.

SIOP Process Development and Global Implementation.

• Development, definition, implementation, roll-out, and improvement of KPIs across five manufacturing sites and the ELT.
• Development of the “Entitlement Inventory” centered around APICS principles.
• Understanding key inventory components and key opportunities for reductions, along with the associated trade-offs and impacts to mitigate.

Centralized supply chain for eight hospitals in Northern Michigan.

• Annualized supply spend: $145 million.
• Sourcing, Conversion Management, and Supplier Management.
• A 38% reduction in inventory investment while maintaining service levels at targeted rates.
• Implementation of a full suite of operational metrics aligned to key organizational objectives.
• Record Storage Facility Construction and Operation: Ownership for the planning, business case, and implementation – the project has an ROI of less than 5 years and is providing savings of $200K annually.

Focus on the E2E supply chain process – 'Plan, Execute, Distribute, and Integrate.'

• Creation and implementation of the strategic vision, with tangible actions to move toward that vision.

Plan: Accountable for the development and implementation of a raw material S&OP process across all manufacturing locations.

• Key understanding of demand drivers, both existing business and project impacts.
• Delivery of the production plan – both tactical and strategic elements, with a capacity review.

Execute: Implemented lean manufacturing concepts to enable a strategic vision.

• $4 million plus in inventory savings through pull implementations.
• Key focus on plan/schedule adherence, and cycle time adherence.

Distribute/Integrate – Lean concepts employed between sites to drive distribution based on consumption (Pull vs. Push).

Moved the organization from a 'support group' for manufacturing to an equal partner within the overall supply chain.

• Actively looked for opportunities to export talent, and bring additional talent into the organization.
• Aligned objectives with the strategic vision to ensure rewards, recognition, and, ultimately, compensation drive the desired behaviors.